Table Of ContentCounter Strategies in Global Markets
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Counter Strategies
in Global Markets
Olaf Ploetner
©OlafPloetner2012
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C
ONTENTS
Listoffigures vii
Prefaceandacknowledgments xi
Chapter1 The new competition 1
Chapter2 On war and strategies 23
Chapter3 No-frills technology 47
Chapter4 Complex service solutions 89
Chapter5 Perspectives 135
Furtherreading 161
Index 167
v
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F
IGURES
1.1 ZPMCtransport vesselwithassembled
cranes 3
1.2 Developmentofsuppliersinthetruck
industry 12
1.3 ForecastofthedevelopmentofGDP 13
2.1 CarlvonClausewitz,VomKriege (OnWar) 24
2.2 Differentiation andcost-leadership
strategies accordingtoPorter 29
2.3 Outpacingandproductivityfrontier
approaches 30
2.4 Matrixillustrating Porter’sgenericstrategic
approaches 32
2.5 ThefirstToyotaCorollainGermany(left)
andtheToyotaLexustoday(right) 39
2.6 Expenditure onresearchanddevelopment
activitiesasapercentageofGDP 40
2.7 Developmentofnationalpatent
applications 41
2.8 Salesandprofitsofglobalchallengersand
globalpeersbetween2000and2009 44
3.1 DistributionstructureforCerberusECOin
China 50
3.2 Multi-brandpositioning intheAccor
Group 54
3.3 RESALETradeFairwebsite 55
3.4 Short-nose truckfromMercedes 56
3.5 SiemensMagnetomStandard (left)and
SiemensMagnetomESSENZA(right) 59
3.6 NFTproductconceptsforsuppliersof
premiumproducts 64
3.7 AccorluxuryhotelSofitel(left)andAccor
low-budgethotelEtap(right) 66
3.8 Kronesbottlingmachine 67
vii
viii Figures
3.9 Lamborghini (left)andSkoda(right)atthe
International MotorShowinFrankfurt 74
3.10 Overview:brandsofVolkswagen
Corporation 78
3.11 BrandingoptionsforintroducingNFT 79
3.12 Polycentric organizational structures 86
4.1 AmachineofVoithPaper 90
4.2 ShareofservicesinGermany(left)and
developmentofserviceshareinEurope
(right)accordingtotheGermanFederal
Statistical OfficeandEurostat 95
4.3 Comparison ofNarayanaHrudayalaya
clinicwithleadingAmericanhospitals 98
4.4 IBMGlobalServicesearningscomparedto
hardware 100
4.5 ThethreedimensionsofCSS 103
4.6 Schematic representationoftheSoarian
workflow managementtool(basedon
information ofSiemensAG) 104
4.7 Satellite imageofHongKong(left),anda
convertedradarsatelliteimageof
HongKong(right) 107
4.8 Thethreewavesofbusinessmodelsin
technologycompanies 109
4.9 Schematic representationofaservice
blueprint 113
4.10 Testofcreativity 116
4.11 Theoryofperceivedrisk 117
4.12 Shiftsinfocusfortraditionalsales
processes 121
4.13 RequirementprofileforaCSSsupplier
projectmanager 122
4.14 Abilitytoverifyproductqualities–based
onPhillipNelson,MichaelDarby,andEdi
Karni 124
4.15 McKinseyadvertisement 127
5.1 Modelshowinghowproductofferings
developfollowingtechnicalinnovations 137
Figures ix
5.2 Mergerendgamesasillustratedby
G.Deansetal. 142
5.3 Changeinshareofsalesamongthe
Fortune 500companies 144
5.4 SiemensAG’sproduct-oriented
organizational structure inJune2011 148
5.5 Numberoftransnational companies 152
